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Concepts of Organizational Power and Intra-Organizational Coalitions Within The Scope of Knowledge Intensive Organizations

Yıl 2019, Cilt: 5 Sayı: 2, 119 - 138, 24.06.2019
https://doi.org/10.30855/gjeb.2019.5.2.004

Öz

Knowledge  is one of the main components of new economic
structure that is called as knowledge era and it is one of the hot topics of
social sciences. Knowledge intensive organizations, which have showed up
naturally as a result of this era and which 
have been using knowledge both as an input and as an output, have
revealed a different organizational structure than the past eras. Overcoming
the uncertainties is the essence of organizational survival and it is one of
the main issues emphasized in the organizational researches.This is also valid
for the knowledge intensive organizations. According to ‘Strategic Contingency’
approach which is uttered by Hickson et al. (1971), the organizational units
which play a critical role in overcoming uncertainties can use organizational
power. Within the scope of knowledge intensive organizations, the individuals/groups/units
that play critical and irreplaceable roles while overcoming uncertainties can
be seen as power users. Moreover, these components of an organization which
have heterogenic structure can live symbiotically and one of them can play the role
of the dominant one in this coalition. In this paper, some theoretical
propositions are tried to be inferred within the concepts mentioned above. The
aim of the paper is to reveal theoretical assumptions concerning knowledge
intensive organizations and to play a leading role for the studies on these
issues.

Kaynakça

  • Alvesson, M. (1993). Organizations as rhetoric: Knowledge‐intensive firms and the struggle with ambiguity. Journal of Management studies, 30(6), 997-1015.
  • Alvesson, M. (2011). Management of knowledge-intensive companies (Vol. 61). New York: Walter de Gruyter.
  • Alvesson, M. (2000). Social identity and the problem of loyalty in knowledge-intensive companies. Journal of Management Studies, 37(8), 1101–1123.
  • Arıkan, A. T. (2009). Interfirm Knowledge Exchanges and the knowledge creation capability of clusters. Academy of Management Review, 34 (5), 658-676.
  • Andrews, K. M. & Delahaye, B. I. (2000). Influences on Knowledge Procsses ın Organizational Learning: Psychosocial Filter. Journal of Management Studies, 37 (6), 797-801.
  • Astley, W. G. & Sachdeva, P. S. (1984). Structural Sources of Intraorganizational Power: A Theoretical Synthesis, Acaderrty of Management Review, 9 (1), 104-113.
  • Astley, G. W. & Zajac E. J. (1991). Intraorganizational Power and Organizational Desgin: Reconciling rational and coalitional models of organization. Organizaiton Science, 2 (4), 399-411.
  • Bacharah S. B. & Edward J. L. (1982), Power and Politics in Organizations, Jessey- Bass Publishers, California.
  • Black, A., & Brunt R. (2000). MI 5, 1909-1945: an information management perspective. Journal of Information Science, 26, 185-197.
  • Blackler, F. 1995. Knowledge, knowledge work and organizations: An overview and interpretation. Organization Studies, 16 (6), 1021–1046.
  • Boisot, M., Macmillian, I. & Han, S. K. (2007) Exploration in Information Space. Oxford University Press, London.
  • Camacoh, J. A., Rodriguez, M. & Chica, J. (2011). The Regional distribution of Knowledge-Intensive Services in Europe: a spatial approach, European Regional Science Association Konfreansında sunulmuştur.
  • Child, J. & Mcgrath, R. G. (2001). Organization unfettered: Organizational Form in an Information Intensive Economy, Academy of Management Journal, 44(6), 1135-1148.
  • Cornelius, E. T., Carron, T. J. & Collins, M. N. (1979). Job Analysis and Job Classification, Personnel Psychology 32, 693-710.
  • Ditillo, A. (2004). Dealing with uncertainty in knowledge-intensive firms: the role of management control systems as knowledge integration mechanisms. Accounting, Organizations and Society, 29, 401–421.
  • Dunford, R., (1987). The Suppression of Technology As a Strategy for Controlling Resource Dependence, Administrative Science Quarterly 32, 512-525.
  • Eccles, R. G. (1981), The Quasifirm in the Construction Industry. Journal of Economic Behavior Organization, 2, 335-357.
  • Enz, C. A. (1989). The Measurement of Perceived Intraorganizaitonal Power: A Multi-Respondent Persperctive, Organizational Studies, 10 (2), 241-251.
  • Erkorgun, M. (2007). Kobilerde Örtülü Bilginin Elde Edilmesi, Geliştirilmesi, Yayılma Süreci ve Firma Yenilikçiliği Üzerine Etkileri. Yayınlanmış Yüksek Lisans Tezi. Gebze Teknoloji Yüksek Okulu.
  • Evanschitzky, H., Ahlert, D., Blaich, G. & Kenning, P. (2007). Knowledge management in knowledge-intensive service networks: A strategic management approach, Management Decision, 45 (2), 265 – 283.
  • Grey, C. & Sturdy, A. (2009). Historicising knowledge-intensive organizations: The case of Bletchley Park. Management & Organizational History, 131 (4), 131-150.
  • Hatum, A. & Pettigrew, A. M. (2005). Determinants of Organizational Flexibility: A Study in an Emerging Economy, British Journal of Management 17 (2), 115-137.
  • Hertog, P. M., (2000). Knowldege-Intensive Business Services as Co producers of Innovation, International Journal of Innovation Management 4 (4), 491-528.
  • Hickson, D. J., Hinings, C. R., Lee, C. A., Schneck, R. E. & Pennings, J. M. (1971) A strategic contingencies theory of intraorganizational power. Administrative Science Quarterly, 15, 216-229.
  • Kulik, C. T., (1989). The Effects of Job Categorization on Judgments of the Motivating Potential of Job, Administrative Science Quarterly, 34, 68-90.
  • Lam, A. (2000). Tacit Knowledge, Organizational Learning and Societal Institutions: An Integrated Framewrok. Organizational Studies, 21 (3), 487-513.
  • Miles, I., Kastrinos, N., & Flanagan, K. (1995). Knowledge Intensive Business Services. TNO Poliyc Research, Holland.
  • Morris, T., & Empson, L. 1998. Organization and expertise: An exploration of knowledge bases and the management of accounting and consulting firms. Accounting, Organizations and Society. 23, 609–624.
  • Nonaka, I & Von Krogh, G. (2009). Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory. Organization Science, 20 (3), 635-652.
  • Nonaka, I., Toyama, R. & Nagata, A. (2000). Firm as a Knowledge-creating Entity: A New Perspective on the Theory of the Firm. Industrial and Corporate Change, 9 (1), 1-20.
  • Nordenflycht, A. V. (2010). What is a professional service firm? Toward a theory and taxomony of knowledge-intensive firms. Academy of Management Review, 35 (1), 155-174.
  • Olivera, F. (2000) Memory Systems ın Organizations: An Empirical Investigation of Mechanisms for Knowledge Collection, Storage and Access. Journal of Management Studies, 37 (6), 811-833.
  • Orlikowski, W. (2002). Knowing in practice. Enacting a collective capability in distributed organizing. Organization Science 13(3), 249–273.
  • Pfeffer, J. & Salancik, G.R. (1978). The external control of organizations. New York: Harper & Row.
  • Pfeffer, J. & Salancik, G.R. (1977). Who Gets Power-And How They Hold on it, Organizational Dynamics, Winter, 3-21.
  • Reus H. T. ve Ranft, A. L. & Lamont B. T. ve Adams L. G. (2009). An Interpretive Systems of Knowledge Investments. Academy of Management Review, 34 (3), 382-400.
  • Saunders, S. C. (1990). The Strategic Contingencies Theory of Power: Multiple Perspercitves. Journal of Management Studies, 27, 1, 1–18,
  • Sargut, S. ve Özen, Ş. (2007). Örgüt Kuramları. Ankara, İmge Yayınevi.
  • Smith, K. (2000). What is the ‘knowledge economy’? Knowledge-intensive industries and distributed knowledge bases. DRUID Yaz Konferasın’nda sunulmuştur.
  • Smits, M. & Moor, A. (2004). Effective Knowledge Management in Knowledge-Intensive Organizations, Proceedings of Organizational Knowledge, Learning and Capabilities, Innsbruck, Nisan 2004.
  • Spender, J. C. & Grant, R. M. (1996). Knowledge and the Firm. Strategic Management Journal, 17 (1), 5-9.
  • Starbuck, W. H. 1992. Learning by knowledge-intensive firms. Journal of Management Studies, 29 (6), 713–740.
  • Stevenson, W. B., Pearce J. L. & Porter L. W. (1985). The Concept of ''Coalition" in Organization Theory and Research, Academy of Management Review. 10(2), 256-268.
  • Styhre, A., (2002). The Knowledge-intensive Company and the Economy of Sharing: Rethinking Utility and Knowledge Management, Knowledge and Process Management, 9 (4), 228-236
  • Şahin, M ve Koç, U. (2009). Türkiye’deki Bilgi Yönetimiyle ilgili çalışmalar: Bilgi, ekonomi ve yönetim kongre bildirilerinin incelenmesi. Bilgi Ekonomisi ve Yönetimi Dergisi, 4 (1), 95-103.
  • Turner, K. I. & Makhija, M. V. (2006). The Role of Organizaitonal Controls ın Managing Knowledge. Academy of Management Review, 31 (1), 197-217.
  • Winch,G., & Schneider,E. (1993). Managing the knowledgebased organization: the case of architectural practice. Journal of Management Studies. 30(6), 923–937.

Bilgi Yoğun Örgütler Öznesinde Örgütsel Güç ve Örgüt İçi Koalisyon Kavramları

Yıl 2019, Cilt: 5 Sayı: 2, 119 - 138, 24.06.2019
https://doi.org/10.30855/gjeb.2019.5.2.004

Öz

Bilgi çağı olarak adlandırılan ve yeni ekonomik düzenin ana bileşeni olan bilgi konusu son dönemde sosyal bilimlerin en çok araştırılan konuları arasında yer almaktadır. Bu çağın doğal bir sonucu olarak ortaya çıkan, bilgiyi hem bir girdi hem de bir çıktı olarak kullanan ve “Bilgi Yoğun Örgütler” olarak adlandırılan örgüt tipleri, bir önceki üretim ekonomisinden farklı bir yapı ortaya koymaktadır. Örgüt kuramlarında altı çizilen ve örgütsel hayatta kalmanın ana unsuru olan belirsizlikle baş edebilme bilgi yoğun örgütlerin hayatta kalması içinde değişmez bir kıstastır. Hayatta kalmanın yanında, Hickson ve diğerleri (1971) tarafından “Stratejik koşul bağımlılığı kuramı” olarak adlandırılan yaklaşımda, belirsizlik mücadele de etkin oynayan rol örgütsel oluşumlar, örgüt içindeki gücü kullananlar olarak karşımıza çıkmaktadır. Bilgi yoğun örgütler öznesinde; belirsizlik ile mücadele eden, bunu yaparken ikamesi zor işlevleri yerine getiren birim/grup/bireyler örgüt içindeki gücün kullanıcıları olarak değerlendirilebilir. Ayrıca, heterojen bir yapıdan oluşan söz konusu oluşum her ne kadar farklı görüşlere sahip olsa da bir arada yaşabilmekte ve örgüt hakim koalisyon rolünü üstlenmektedirler. 

Kaynakça

  • Alvesson, M. (1993). Organizations as rhetoric: Knowledge‐intensive firms and the struggle with ambiguity. Journal of Management studies, 30(6), 997-1015.
  • Alvesson, M. (2011). Management of knowledge-intensive companies (Vol. 61). New York: Walter de Gruyter.
  • Alvesson, M. (2000). Social identity and the problem of loyalty in knowledge-intensive companies. Journal of Management Studies, 37(8), 1101–1123.
  • Arıkan, A. T. (2009). Interfirm Knowledge Exchanges and the knowledge creation capability of clusters. Academy of Management Review, 34 (5), 658-676.
  • Andrews, K. M. & Delahaye, B. I. (2000). Influences on Knowledge Procsses ın Organizational Learning: Psychosocial Filter. Journal of Management Studies, 37 (6), 797-801.
  • Astley, W. G. & Sachdeva, P. S. (1984). Structural Sources of Intraorganizational Power: A Theoretical Synthesis, Acaderrty of Management Review, 9 (1), 104-113.
  • Astley, G. W. & Zajac E. J. (1991). Intraorganizational Power and Organizational Desgin: Reconciling rational and coalitional models of organization. Organizaiton Science, 2 (4), 399-411.
  • Bacharah S. B. & Edward J. L. (1982), Power and Politics in Organizations, Jessey- Bass Publishers, California.
  • Black, A., & Brunt R. (2000). MI 5, 1909-1945: an information management perspective. Journal of Information Science, 26, 185-197.
  • Blackler, F. 1995. Knowledge, knowledge work and organizations: An overview and interpretation. Organization Studies, 16 (6), 1021–1046.
  • Boisot, M., Macmillian, I. & Han, S. K. (2007) Exploration in Information Space. Oxford University Press, London.
  • Camacoh, J. A., Rodriguez, M. & Chica, J. (2011). The Regional distribution of Knowledge-Intensive Services in Europe: a spatial approach, European Regional Science Association Konfreansında sunulmuştur.
  • Child, J. & Mcgrath, R. G. (2001). Organization unfettered: Organizational Form in an Information Intensive Economy, Academy of Management Journal, 44(6), 1135-1148.
  • Cornelius, E. T., Carron, T. J. & Collins, M. N. (1979). Job Analysis and Job Classification, Personnel Psychology 32, 693-710.
  • Ditillo, A. (2004). Dealing with uncertainty in knowledge-intensive firms: the role of management control systems as knowledge integration mechanisms. Accounting, Organizations and Society, 29, 401–421.
  • Dunford, R., (1987). The Suppression of Technology As a Strategy for Controlling Resource Dependence, Administrative Science Quarterly 32, 512-525.
  • Eccles, R. G. (1981), The Quasifirm in the Construction Industry. Journal of Economic Behavior Organization, 2, 335-357.
  • Enz, C. A. (1989). The Measurement of Perceived Intraorganizaitonal Power: A Multi-Respondent Persperctive, Organizational Studies, 10 (2), 241-251.
  • Erkorgun, M. (2007). Kobilerde Örtülü Bilginin Elde Edilmesi, Geliştirilmesi, Yayılma Süreci ve Firma Yenilikçiliği Üzerine Etkileri. Yayınlanmış Yüksek Lisans Tezi. Gebze Teknoloji Yüksek Okulu.
  • Evanschitzky, H., Ahlert, D., Blaich, G. & Kenning, P. (2007). Knowledge management in knowledge-intensive service networks: A strategic management approach, Management Decision, 45 (2), 265 – 283.
  • Grey, C. & Sturdy, A. (2009). Historicising knowledge-intensive organizations: The case of Bletchley Park. Management & Organizational History, 131 (4), 131-150.
  • Hatum, A. & Pettigrew, A. M. (2005). Determinants of Organizational Flexibility: A Study in an Emerging Economy, British Journal of Management 17 (2), 115-137.
  • Hertog, P. M., (2000). Knowldege-Intensive Business Services as Co producers of Innovation, International Journal of Innovation Management 4 (4), 491-528.
  • Hickson, D. J., Hinings, C. R., Lee, C. A., Schneck, R. E. & Pennings, J. M. (1971) A strategic contingencies theory of intraorganizational power. Administrative Science Quarterly, 15, 216-229.
  • Kulik, C. T., (1989). The Effects of Job Categorization on Judgments of the Motivating Potential of Job, Administrative Science Quarterly, 34, 68-90.
  • Lam, A. (2000). Tacit Knowledge, Organizational Learning and Societal Institutions: An Integrated Framewrok. Organizational Studies, 21 (3), 487-513.
  • Miles, I., Kastrinos, N., & Flanagan, K. (1995). Knowledge Intensive Business Services. TNO Poliyc Research, Holland.
  • Morris, T., & Empson, L. 1998. Organization and expertise: An exploration of knowledge bases and the management of accounting and consulting firms. Accounting, Organizations and Society. 23, 609–624.
  • Nonaka, I & Von Krogh, G. (2009). Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory. Organization Science, 20 (3), 635-652.
  • Nonaka, I., Toyama, R. & Nagata, A. (2000). Firm as a Knowledge-creating Entity: A New Perspective on the Theory of the Firm. Industrial and Corporate Change, 9 (1), 1-20.
  • Nordenflycht, A. V. (2010). What is a professional service firm? Toward a theory and taxomony of knowledge-intensive firms. Academy of Management Review, 35 (1), 155-174.
  • Olivera, F. (2000) Memory Systems ın Organizations: An Empirical Investigation of Mechanisms for Knowledge Collection, Storage and Access. Journal of Management Studies, 37 (6), 811-833.
  • Orlikowski, W. (2002). Knowing in practice. Enacting a collective capability in distributed organizing. Organization Science 13(3), 249–273.
  • Pfeffer, J. & Salancik, G.R. (1978). The external control of organizations. New York: Harper & Row.
  • Pfeffer, J. & Salancik, G.R. (1977). Who Gets Power-And How They Hold on it, Organizational Dynamics, Winter, 3-21.
  • Reus H. T. ve Ranft, A. L. & Lamont B. T. ve Adams L. G. (2009). An Interpretive Systems of Knowledge Investments. Academy of Management Review, 34 (3), 382-400.
  • Saunders, S. C. (1990). The Strategic Contingencies Theory of Power: Multiple Perspercitves. Journal of Management Studies, 27, 1, 1–18,
  • Sargut, S. ve Özen, Ş. (2007). Örgüt Kuramları. Ankara, İmge Yayınevi.
  • Smith, K. (2000). What is the ‘knowledge economy’? Knowledge-intensive industries and distributed knowledge bases. DRUID Yaz Konferasın’nda sunulmuştur.
  • Smits, M. & Moor, A. (2004). Effective Knowledge Management in Knowledge-Intensive Organizations, Proceedings of Organizational Knowledge, Learning and Capabilities, Innsbruck, Nisan 2004.
  • Spender, J. C. & Grant, R. M. (1996). Knowledge and the Firm. Strategic Management Journal, 17 (1), 5-9.
  • Starbuck, W. H. 1992. Learning by knowledge-intensive firms. Journal of Management Studies, 29 (6), 713–740.
  • Stevenson, W. B., Pearce J. L. & Porter L. W. (1985). The Concept of ''Coalition" in Organization Theory and Research, Academy of Management Review. 10(2), 256-268.
  • Styhre, A., (2002). The Knowledge-intensive Company and the Economy of Sharing: Rethinking Utility and Knowledge Management, Knowledge and Process Management, 9 (4), 228-236
  • Şahin, M ve Koç, U. (2009). Türkiye’deki Bilgi Yönetimiyle ilgili çalışmalar: Bilgi, ekonomi ve yönetim kongre bildirilerinin incelenmesi. Bilgi Ekonomisi ve Yönetimi Dergisi, 4 (1), 95-103.
  • Turner, K. I. & Makhija, M. V. (2006). The Role of Organizaitonal Controls ın Managing Knowledge. Academy of Management Review, 31 (1), 197-217.
  • Winch,G., & Schneider,E. (1993). Managing the knowledgebased organization: the case of architectural practice. Journal of Management Studies. 30(6), 923–937.
Toplam 47 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular İşletme
Bölüm Makaleler
Yazarlar

Pınar Fayganoğlu 0000-0001-9447-4896

Yayımlanma Tarihi 24 Haziran 2019
Yayımlandığı Sayı Yıl 2019 Cilt: 5 Sayı: 2

Kaynak Göster

APA Fayganoğlu, P. (2019). Bilgi Yoğun Örgütler Öznesinde Örgütsel Güç ve Örgüt İçi Koalisyon Kavramları. Gazi İktisat Ve İşletme Dergisi, 5(2), 119-138. https://doi.org/10.30855/gjeb.2019.5.2.004
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